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You've bumped against a well-documented caveat of Agile which is that product planning practices have their limits without the adequate code-level practices. … Continuous Integration was identified as one of these quintessential enabling practices in the early days of Agile, yet is still often not understood or implemented properly. …

I think this should be discussed and post mortem'ed in the Sprint Retrospective. Conclusions regarding the sprint goal will obviously vary, but ultimately the decision to give it up or carry it over t …

After dozens of iterations in my team, we figured out that story points are mostly about medium-term project steering. They allow the product owner to project herself 2 or 3 sprints ahead and essentia …

The best architectures, requirements, and designs emerge from self-organizing teams -- Agile Manifesto So the team self-organizes to make architectural decisions in whatever way it sees fit …

I'd recommend changing sprint ceremony day if feasible. The team member in question will only have to catch up on a day's work of the rest of the team instead of catching up on the whole user story di …

Make it about an agile team inspects, adapts, improves, sets itself challenges and gradually more complex goals and has fun and takes pride in doing it. …

One could simply say that a successful Sprint is one that has met its goal : Sprint Goal The Sprint Goal is an objective set for the Sprint that can be met through the implementation of Prod …

people misuse Scrum in an un-agile way doesn't mean Scrum isn't Agile. Project Manager : there's no such role in a Scrum team. The Scrum Master is not responsible for budget or meeting deadlines. …

Story points and hour estimates don't serve the same purpose. Story points apply to user stories, they are used for broad brush forecasts of what amount of business value a team is able to produce on …

Thus my question would be...how to write it? since I don't even already know what is a "User", what is a status etc... Indeed, shouldn't it be the role of TDD to emerge the design and therefore …

Since in Agile quality is not negotiable, and since refactoring is basically invisible at the stakeholder level, you shouldn't even have to tell your stakeholders you're doing it, much like you don't tell …

This is where Agile planning and estimation meetings shine as a complement to smaller domain modelling sessions. …

If by "under" you mean a parent-child or composite-component relationship, this definitely makes no sense. Epics are big unrefined chunks of specification which you break down into user stories over t …

It seems like a big paradigm shift indeed from Agile to CASE/MDA oriented development with code generation. … Here's an interesting article about CASE tools in an Agile environment and their possible benefits/drawbacks : http://www.agilemodeling.com/essays/simpleTools.htm …

In my current team we do c). The velocity should account for things the team really finished in the sprint. Something that was not delivered has no value for the customer, so we don't count any poin …